{"title":"远大期望:解决领导风格偏好的冲突","authors":"Marian N. Ruderman","doi":"10.1002/lia.1255","DOIUrl":null,"url":null,"abstract":"<p>Ask someone in one country or culture what he or she looks for in an effective leader, and the answer is likely to be different from that of someone in another country or culture. In today's increasingly global business environment, this variance in leadership expectations can become a problem. Today, being successful as a leader means taking the disparate expectations of leadership into account.</p>","PeriodicalId":100873,"journal":{"name":"Leadership in Action","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2008-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/lia.1255","citationCount":"1","resultStr":"{\"title\":\"Great expectations: Resolving conflicts of leadership style preferences\",\"authors\":\"Marian N. Ruderman\",\"doi\":\"10.1002/lia.1255\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Ask someone in one country or culture what he or she looks for in an effective leader, and the answer is likely to be different from that of someone in another country or culture. In today's increasingly global business environment, this variance in leadership expectations can become a problem. Today, being successful as a leader means taking the disparate expectations of leadership into account.</p>\",\"PeriodicalId\":100873,\"journal\":{\"name\":\"Leadership in Action\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2008-10-16\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1002/lia.1255\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Leadership in Action\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/lia.1255\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Leadership in Action","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/lia.1255","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Great expectations: Resolving conflicts of leadership style preferences
Ask someone in one country or culture what he or she looks for in an effective leader, and the answer is likely to be different from that of someone in another country or culture. In today's increasingly global business environment, this variance in leadership expectations can become a problem. Today, being successful as a leader means taking the disparate expectations of leadership into account.
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